In 2026, Gen Z and Millennials are beginning to take their place as the dominant purchasing generations. It’s a significant moment as these two generations do things differently to those that came before. Millennials established the trend, choosing to focus on values-led purchasing, driven by a preference for transparency, and a willingness to hold brands to account. Gen Z has taken it further still, treating consumption as activism.

According to McKinsey & Company, nearly 70 percent of respondents say that a brand’s social and ethical values directly influence their purchasing decisions. This deepening sense that spending choices carry moral weight, a trend known as “charitable identity”, has created a consumer bloc unlike any that has come before it. For small business owners and entrepreneurs, understanding this shift is about to become essential for future earnings. 

Identity is the new loyalty

For older generations, brand loyalty was largely built on reliability and price. For younger consumers, the framework is entirely different: brands are worn like values on a sleeve. Research from the 2024 Edelman Trust Barometer confirms that Gen Z uses brand affiliation as a form of social signalling. It’s a way of communicating who they are, and who they are not. This means that choosing to buy from a brand is less about the product and more about the statement. A clothing label with verified ethical supply chains, a bank that invests in community lending, or a coffee company that pays fair-trade premiums: these are all brands that allow the purchaser to feel that their money is doing something meaningful. In this sense, purpose-driven brands have become a form of charitable giving. The consumer simultaneously acquires a product and signals support for a cause.

Where ethical business meets charitable identity

Perhaps the most nuanced dimension of this trend is the ever-blurring line between consumption and philanthropy. For many younger consumers, donating to a cause and buying from a purpose-aligned brand are not distinct activities. They occupy the same emotional register: both feel like acts of conviction.

This overlap between consumption and charitable intent is transforming the way small businesses can position themselves: a clear social mission is also a business goal. If you have not made space in your annual budgets for your social mission, this must be rectified as soon as possible. You need to decide just what you stand for, and how much you can afford to invest in this aspect of your business. As your accountants, we can help you with this.

What this means for Mandela Day

Getting involved in initiatives like Mandela Day is no longer a purely philanthropic choice. And, interestingly, small businesses have an advantage over big ones. While a large corporation can sponsor a global cause at arm’s length, a small business can muck in at a local level. From supporting the local school’s sports team, volunteering at a food bank, or committing a percentage of monthly sales to a neighbourhood cause, it’s all about making your values visible to your immediate community.

Regular and authentic charitable activity generates word-of-mouth referrals that no advertising budget can replicate. It earns coverage in local and trade media, and produces social media content that resonates precisely because it is real. It also builds internal loyalty, as employees who feel proud of where they work are more motivated and less likely to leave.

The key piece, however, is alignment. Charitable activity that feels disconnected from your business’s identity will stick out to a generation trained to detect inauthenticity at a glance. A legal firm that mentors disadvantaged youth, an accountancy practice that runs free financial literacy workshops, a café that donates unsold food to a local shelter: these are acts of giving that simultaneously tell a coherent story about who you are and what you stand for.

The practical formula is straightforward: choose causes your team genuinely cares about, build long-term partnerships rather than one-off gestures, communicate them consistently across your channels, and track the outcome not only in goodwill but in customer retention and referral rates. What you choose to do for Mandela Day is a valuable part of your brand, not just an excuse to get out of the office.

The 2026 Tax Season officially opens on 13 July 2026 for the 2025/2026 year of assessment, covering the period between 1 March 2025 and 28 February 2026.

During filing season, taxpayers must complete and submit their tax returns, declaring their income and deductions to allow SARS to determine their final tax liability for the period under assessment.

Dates to diarise

What’s new this filing season

• “The Power of Done”: This year SARS is inviting taxpayers to experience “The Power of Done”, a campaign that centres on Auto-Assessments. SARS says that if you agree with your auto-assessment, you don’t need to manually file a return or do anything else, truly experiencing “The Power of Done”.
• More prefilled data: More taxpayer information from third parties like employers, banks, medical schemes, insurers and retirement funds, is already pre-populated on returns, which means less time spent on capturing data and hopefully fewer mistakes.
• Stricter verification: SARS has upgraded its data-matching algorithms. So even if auto-assessed, make sure to double-check that all your data (like deductions and donations) is accurate.
• WhatsApp integration: Taxpayers can now receive their Notice of Assessment (ITA34) or Statement of Account (SOA), as well as securely upload supporting documents, directly via WhatsApp.

To be or not to be auto-assessed… Here’s what to do

Rely on our expertise for a hassle-free filing season 

This is what we can do for you:

• Verify all SARS communications are legitimate to protect you from scams.
• Check that all taxpayer and banking details are correct and updated with SARS to facilitate refunds and to prevent identity theft and fraud.
• Claim every tax rebate available to you to avoid you paying more tax than required.
• Correctly prepare all required documentation early to avoid last-minute delays and to expedite a possible SARS verification or audit.
• Check auto-assessments to ensure these are correct before they are accepted.
• Ensure that your tax return submissions comply with current regulations.
• Meet all submission deadlines on your behalf to avoid penalties.

Our team of seasoned tax professionals is ready to make this filing season a doddle!

Running a business is a human endeavour, and as such, every business leader will eventually find themselves faced with a skilled, reliable employee who starts showing signs that something is deeply wrong outside of work. Maybe their performance dips suddenly, or perhaps they’re distracted, tearful, or inexplicably short-tempered? Maybe they even come to you directly and share something deeply private? In that moment, you’re no longer just an employer managing output and payroll. You become, whether you’re ready for it or not, a human being navigating someone else’s pain. The way small business owners handle these moments has a profound effect not only on the individual concerned, but on team morale, workplace culture, and the long-term health of the business itself. Here’s what you need to do.

Create a safe space for the conversation

The first, and often hardest, step is simply opening the door. Many managers notice something is wrong but say nothing, hoping it will resolve itself. If you observe a genuine change in an employee’s behaviour or performance, it is important that you request a quiet, private meeting and approach it gently. Avoid framing it as a performance issue at this stage. Instead, lead with concern, “I’ve noticed you haven’t seemed yourself lately. Is everything okay?” That single question can be transformative. It signals that you see the person, not just the output. During this conversation you should simply listen, acknowledge what you are hearing and resist the temptation to offer advice or opinions. In short, be a decent human rather than a boss. 

Know your obligations (and your limits)

Once you understand the situation, it’s important to consider both your legal responsibilities and your personal boundaries. Depending on the nature of the crisis, you may have obligations around statutory sick pay, flexible working requests, or reasonable adjustments. Reread your employment contracts and HR policies. If your business doesn’t yet have clear wellbeing policies, this is a timely moment to create them. We will be able to help you establish budgets for contingencies such as freelancer assistance or added sick leave.

Equally, be honest with yourself about what you can and cannot provide. You are not a counsellor, and it is neither fair nor appropriate to position yourself as one. Pointing the employee towards professional support, your Employee Assistance Programme if you have one, or external resources is neither cold nor unreasonable.

Agree on a practical plan together

Once the initial conversation has taken place, work collaboratively with your employee to agree on a short-term plan. This might involve a temporary reduction in hours, a period of remote working, adjusted responsibilities, or a phased return following their absence. The key word here is collaboratively. Imposing a solution, however well-intentioned, can feel patronising and could risk legal issues. Asking what would help communicates respect and encourages autonomy at a moment when the person may feel they have very little control over their own life. Document whatever is agreed, not to create a paper trail, but to give both parties clarity and to prevent misunderstandings further down the line.

Privacy is paramount

Whatever an employee chooses to disclose, they are placing enormous trust in you. Do not share the details of their situation with colleagues or outsiders, even with the best intentions. If their absence or change in role requires some explanation to the wider team, keep it vague: “[Name] is dealing with a personal matter and we’re supporting them through it.” That is sufficient. Even well-meaning gossip can be devastating to someone already feeling vulnerable. And it also sends a powerful signal to every other member of your team about how their own confidences might be handled in the future.

Check in, don’t check up

Once a plan is in place, maintain regular, low-pressure contact. A brief message or a five-minute conversation every week or two shows continued care without adding pressure. There is a meaningful difference between checking in and checking up, which can feel like surveillance. As time passes, gently begin to reintegrate normal expectations, always communicating changes clearly and compassionately rather than simply shifting the goalposts.

The bottom line

Employees who are supported through personal crises often emerge more committed, more resilient, and more loyal than before. That outcome doesn’t happen by accident. It happens because someone in a position of authority chose to lead with humanity.

It’s no secret that doing business has undergone significant overhauls over the last few years. The invention of AI, and the backlash to it, have led to an increase in automation, and, in turn, a recognition that customers are now more likely than ever to value the personal touch. It’s a grand shift that might leave many small business owners uncertain just where they should be putting their energy. So how do you not only navigate this environment but actually come out more profitable?

Taking a close look at successful small businesses, it’s easy to see that there are three pillars that are often responsible for allowing independent owners to thrive in these difficult market conditions.

1. Automating administrative friction
   A clear trend has emerged where successful small businesses have started treating administrative tasks as a direct tax on their time and profit. Instead of hiring a part-time assistant or spending hours manually answering the same five questions on social media, owners are implementing “Admin-Zero” frameworks. This involves using micro-automation for customer FAQs, booking confirmations, and initial intake processes so you can focus on more personal and impactful areas.
   
   The barrier to entry for these tools has collapsed. Even a single-chair barbershop or a mom-and-pop consultancy can now use AI-driven frameworks as efficient alternatives to conventional manual procedures. This means that employee time is being saved in countless small ways daily. Spending that time on more productive behaviour like nurturing networks or driving sales has exponential benefits.
   
   
2. Securing recurring revenue
   Volatility is one of the primary enemies of small businesses. To combat this, many business owners are adopting “Service Club” memberships, a model that functions as “cash flow insurance.” Customers are being encouraged to pay a modest monthly fee to receive priority bookings, a small monthly perk, or an annual benefit or service. This model shifts the customer relationship from transactional to relational. It ensures the business remains top-of-mind for the consumer while providing the owner with a financial safety net. In 2026, many of the businesses that thrive are those that have successfully converted a portion of their expected monthly income into a “subscriber base,” effectively insuring themselves against the quiet weeks that traditionally break a small business’ back.
   
   Working out what incentives you can offer clients in return for long-term support should be a priority for all small business owners. Your accountant can help you to both determine what incentives you would be able to offer over the long-term, as well as assist in determining the subscription prices for these services. Remember, cash flow and the ability to maintain these offerings are essential to the scheme’s success.
   
   
3. Building loyalty loops
   Marketing has also changed. Much of today’s most effective marketing isn’t happening on the algorithm, it’s happening on the sidewalk. “Neighbourhood stacking” is the practice of collaborative loyalty loops between physical neighbours. A local cafe, a boutique, and a bookstore create a closed-loop ecosystem where a purchase at one grants a specific, meaningful benefit at the others. This leverages what many call the “golden dome” of local trust. This hyper-local synergy keeps consumer spending within the immediate community. Now, this trend is also expanding into service businesses, and through the freelancing community. For instance, a copywriter, designer and project manager may agree to offer a 15% discount on each other’s services in exchange for the initial hire of one of them.
   
   By “stacking” their influence, small businesses create a combined value proposition that rivals the convenience and economies of scale of much larger companies. Most customers prefer to buy local – provided the price is right. If you’re worried about the drain discounting will have on your bottom line, remember that these losses are more than mitigated by the fact that you’ve been able to reduce the cost of customer acquisition to near zero. As your accountants, we can help you to work out how best to structure any discount offers.

SARS has significantly increased its scrutiny of trust administration. What’s more, from the beginning of May 2026, automated administrative penalties apply to all non-compliant trusts – without exception. Whether a trust is active or dormant, the trustees have a legal obligation to comply with SARS requirements, and the consequences of failing to do so are now immediate and ongoing. 

What does trust compliance entail?

All trusts must:

• File a tax return (ITR12T) annually, whether economically active or not.
• Update and maintain trust information reflected on the SARS system.
• Maintain a detailed organogram and records of the founder, trustees, donors, and beneficiaries.
• Maintain strict records of financial statements, trust deeds, and minutes of trustee meetings.
• Submit IT3(t) returns reporting detailed information on distributions and amounts vested in beneficiaries, enabling SARS to cross-reference data with beneficiaries’ personal tax returns.
• Some trusts may also be subject to provisional tax requirements.

Who is responsible?

Trustees act as representative taxpayers of a trust in terms of the Income Tax Act and personally bear sole responsibility for ensuring full compliance. This includes maintaining accurate trust information, ensuring that all legal and tax obligations are met, and initiating deregistration processes for trusts that meet the applicable criteria.

Consequences of non-compliance

From 4 May 2026, SARS will issue a penalty assessment notice for all outstanding trust income tax returns for tax periods from 2024 onwards. Designed to encourage compliance, these penalties are applied consistently, recurring monthly until non-compliance is corrected. Monthly administrative penalties may range from R250 to R16,000 per outstanding return, depending on the trust’s taxable income for the preceding year and will accumulate until the non-compliance is corrected, up to a maximum of 35 months. It doesn’t stop there. SARS may in specific circumstances hold trustees personally liable for the trust’s tax debts, and trustees are individually and jointly liable for the trust’s tax compliance. In addition, non-compliance with SARS obligations may be regarded as a criminal offence and will attract penalties and interest. Trustees who fail to act face penalties, interest, and potential criminal charges.

What if my trust is no longer in use? 

SARS requires all registered resident trusts, without exception (and certain qualifying non-resident trusts), to meet the range of ongoing obligations. A trust’s tax compliance obligations only come to an end once it has been formally deregistered with SARS. Until this process is finalised, the trust remains active for tax purposes and is exposed to penalties for continued non-compliance. Where a trust is no longer being used for its intended purpose, trustees are encouraged to formally terminate the trust. The first step is to regularise the trust’s tax affairs by submitting all outstanding returns, settling all tax liabilities, and updating all trust information. Thereafter the trust can be formally terminated through the Office of the Master of the High Court. Once the Master has issued written confirmation of termination, trustees can ask SARS to deregister the trust for income tax purposes.

Count on our expertise

If you have a trust, active or not, and are uncertain about its compliance status, contact us for expert advice and professional assistance.

We are proud to announce that the LOGISTA Group is joined by CVRA Chartered Accountants and Registered Auditors, marking an exciting new chapter of growth, expanded capability, and enhanced value for our clients. This milestone brings together two established firms with aligned values, trusted relationships, and a shared commitment to delivering exceptional professional services.

By merging CVRA into the LOGISTA Group, we are strengthening our ability to support clients through an even broader and more integrated offering across audit, advisory, accounting, tax, and business support services. The addition of complementary expertise and specialist capabilities enhances the solutions we already provide, allowing us to deliver greater depth, continuity, and strategic value at every stage of our clients’ journey.

Together, we now offer a stronger platform built for the future, combining expanded technical expertise, increased capacity, and the scale to support growing and evolving businesses. This positions LOGISTA among the largest independent audit and advisory firms in Pretoria. While our capabilities continue to grow, our approach remains unchanged. Personal relationships, trusted advice, and dedicated service will continue to be at the heart of everything we do.

Small business owners looking to sell their business or interest in a business as part of their retirement planning will be glad to know that meaningful tax relief has been provided for them in the 2026 National Budget. Among other measures to support businesses, National Treasury raised the capital gains tax exemption for the sale of a small business for older persons (55+) from R1.8 million to R2.7 million, a long-overdue adjustment for inflation and rising asset values. The higher exemption also applies to more businesses than it did before. Where small businesses used to be defined as those valued at R10 million or less, the limit has been increased to R15 million.

DO I QUALIFY?

First check if you meet the bare minimum requirements:

• The exemption applies to individuals aged 55 or older.
• The exemption applies when disposing of a small business with a market value not exceeding R15 million.
• The market value of all assets, regardless of their nature, must be considered in determining whether the R15 million threshold is exceeded or not.
• Liabilities of the business are ignored for this determination.
• For partnerships or companies, the R15 million threshold applies to the total assets of the business, not each partner or shareholder’s fractional interest. This means a two-partner business with R20 million in assets will not qualify, even if each partner’s share is only R10 million.
• The lifetime CGT exemption is capped at R2.7 million in total across all disposals.
• Each asset must have been held continuously for at least 5 years prior to disposal and the individual that qualifies for the relief had been substantially involved in the operations of the business of that small business during this period.
• The relief must be determined on an asset-by-asset basis.

Given the complexity of this determination and SARS’ requirement that relief must be determined on an asset-by-asset basis, professional tax assistance is highly recommended.

How could it benefit you?

Many small business owners rely on the eventual sale of their business as their primary retirement asset. This tax relief can support succession planning, intergenerational transfers, and smart business exits, particularly for family-owned businesses. It encourages the sale of businesses, effectively unlocking capital and allowing for business continuity or reinvestment into the economy. Of course, the additional tax-free capital gain will also meaningfully boost your retirement security after years of building a business. If you’re considering retiring or selling soon, it’s worth reviewing your timing with a tax advisor. We can assist you in reviewing your business valuation, assessing your CGT exposure and structure and timing your exit correctly to make the most of this meaningful tax exemption.

Most founders track revenue growth. Fewer track where that revenue comes from. Client concentration risk arises when a single customer, or a small cluster of customers, accounts for a disproportionate share of revenue. In some industries it can be natural to have larger customers, especially in business-to-business markets with long-term contracts. But as dependency grows, revenue becomes fragile in ways that aren’t obvious from top-line growth figures. Having many of your eggs in one basket exposes you to sudden revenue shocks if a key client reduces orders, delays payment, or – horror of horrors – ends the relationship. The “40% Rule” is a practical red flag used by bankers, acquirers, and investors: if a small group of clients contribute 40% or more of total revenue, the business carries material concentration risk. This article unpacks why 40% matters, how it influences due diligence, and what business owners can do to reduce exposure without destabilising current income.

Why the 40% threshold matters

The “40% Rule” is not an ironclad regulation, but a pragmatic benchmark widely used in finance, banking, and valuation circles. When one or two clients account for around 40% or more of revenue, credit committees, acquirers, and investors often treat it as a material concentration risk. Above this level, the loss of a single account can eliminate a large portion of expected cash flow, put pressure on fixed costs, and lead to breaches of debt covenants. If you pass the 40% mark, lenders may become cautious or impose stricter terms on financing. This makes sense, as your ability to pay them back is contingent on a relationship they cannot control.

How concentration risk affects business finances

The financial impact of client concentration extends beyond headline revenue figures. Concentrated revenue makes cash flow volatile and forecasting uncertain. One delayed payment or unexpected order reduction from a large client can create immediate cash flow problems, especially where fixed costs such as payroll and rent are significant. Beyond the risk issues, a dominant client can also gain leverage in pricing and contract negotiations, which can erode margins quietly over time.

The strategic and operational side of concentration

This risk can go beyond the pure financials. When one client drives a large share of revenue, internal and external decisions can begin to revolve around that relationship. Product development may align too closely with the needs of your largest client, diverting focus from broader market requirements. Marketing and sales efforts can end up prioritising retention of that client at the expense of diversifying the portfolio.

Market valuation and exit implications

For owners considering a sale or seeking external capital, client concentration can have a significant effect on valuation. Buyers and investors seek predictable, diversified revenue streams. A company with a single client contributing a large share of its revenue is often seen as riskier. The 40% threshold often becomes a pivot point in negotiations. Buyers may discount offers or tie price adjustments to post-acquisition retention of key clients. Similarly, lenders pricing credit facilities take concentration into account. Companies with high concentration may face higher interest rates, tighter covenants, or requirements for collateral. In extreme cases, banks may refuse financing until concentration metrics improve.

Managing and reducing concentration risk

Addressing concentration risk starts with measurement. Your accountant can help you calculate the percentage of revenue each client contributes, as well as the combined share of the top five clients. Monitoring trends over multiple quarters helps identify whether concentration is rising as a natural business outcome or creeping up unnoticed. Strategic actions to reduce concentration are most effective when pursued deliberately and gradually. This could involve targeted business development efforts to land new clients, segment diversification to broaden revenue sources, or pricing strategies that balance revenue concentration without sacrificing profitability. Diversification need not diminish the value of large clients. It’s about strengthening the overall revenue base so that losing any one account does not destabilise the organisation.

Final thoughts

Client concentration risk is a silent strategic threat that often hides behind strong revenue figures. Reaching the 40% threshold can transform a seemingly healthy business into one that is vulnerable to external decisions and internal inertia.

“Invisible work” is the non-value-added tasks that act as a hidden tax on your profit and growth. It is the friction within your business that consumes overheads, mental energy, and time, yet remains entirely imperceptible to your clients. This work is dangerous because at times it can feel like accomplishment, despite being the exact opposite for your bottom line. While you might feel a sense of control after colour-coding a spreadsheet or reorganising a filing system, these activities often provide a false sense of security. They allow you to avoid the harder, more vulnerable work of selling and innovating. To scale effectively, you must ruthlessly audit where your hours go. If a customer wouldn’t pay an extra rand for the specific task you’re performing, it’s likely a drain on your business rather than a pillar of it.

1. Administrative labyrinth
   Administrative overhead is a silent killer of momentum. Small business owners often get lost in a maze of excessive record-keeping and non-essential paperwork. While a certain level of documentation is necessary for legal compliance and basic order, many entrepreneurs often confuse being busy with being productive.  For example, these days it’s possible to create complex tracking systems for data that is never actually analysed and file reports that no one reads. This administrative labyrinth creates a drag on the business. Every hour you spend navigating self-imposed red tape is an hour lost to high-level strategy or direct customer acquisition. Make sure you review your administrative systems periodically with an eye to eliminating unnecessary tasks and driving simplification. Rather focus on the metrics that actually deliver growth.
   
   
2. The over-servicing illusion
   There is a pervasive myth that “going the extra mile” is always beneficial. However, in the world of profitability, over-servicing is an illusion of quality that often leads to margin erosion. Wasting time on extras that customers don’t actually value, care about or pay for is pretty pointless. As Michael E. Gerber points out, “The product is what your customer feels as he walks out of your business.” If the customer does not feel or acknowledge the value of your extra effort, you are effectively paying to work. Trust is built on delivering what was promised consistently, not on adding unrequested flourishes that increase your workload without increasing your price point. If you are struggling to isolate these points in your service, your accountant can help by drawing up a document indicating the costs aligned to each service you offer and give you advice as to which areas may not be delivering on their effort. 
   
   
3. Communication clutter
   Internal communication has become invisible work’s most socially accepted disguise. Endless Slack threads debating terminology, reply-all email chains seeking “alignment”, and recurring status meetings that produce no decisions may all feel collaborative but rarely generate customer-facing results. Research consistently shows that knowledge workers spend a disproportionate share of the workday on internal coordination rather than value creation. For small business owners, this cost is amplified: every hour spent managing internal noise is an hour stolen from selling, building, or serving. It’s vital that you ruthlessly audit your communication habits. If a meeting or message thread doesn’t move a deliverable forward, get rid of it.

Reclaiming your time

To break free from the trap of invisible work, you must pivot your focus toward high-value tasks: sales, strategy, and direct customer engagement. This requires the courage to stop doing the low-value tasks that have become your comfort zone. As the father of modern management, Peter Drucker, emphasized, the focus must first be on doing the right things, and then on doing them well. Reclaiming your time means learning to say no.

Employers are legally required to submit their EMP501 reconciliation with accurate and up-to-date payroll and tax information (including valid Income Tax Reference Numbers) for their employees during the Employer Annual Declaration season that runs from 1 April to end May 2026. This involves submitting an accurate Employer Reconciliation Declaration (EMP501), issuing Employee Tax Certificates [IRP5/IT3(a)s] and, if applicable, a Tax Certificate Cancellation Declaration (EMP601). The submission must further balance across the three elements: monthly EMP201 returns for the period, the payments made to SARS, and the employees’ IRP5/IT3(a)s generated. As such, it provides an important opportunity to correct any errors that may have occurred during the year. Preparing and submitting a correct and complete declaration on time can be technically challenging, especially for larger employers. But you neglect it at your peril, as it is a focus area for SARS and the consequences of non-compliance are many.

SARS focus area

The Annual Employer Reconciliation Declarations is a focus area for SARS, as it not only ensures employer compliance, but also enables SARS to issue individual taxpayers with pre-populated Income Tax Returns (ITR12) and income tax auto-assessments. For this reason, employers can expect ongoing and increased scrutiny from SARS in this regard.

Technical challenges

Submitting a declaration that is correct, complete and on time (before end May) has always been technically challenging. But it just got even harder, as SARS has now upgraded missing or incorrect mandatory Income Tax Reference Numbers from a warning-level defect into a hard-stop submission defect when completing a declaration. This means that employee details must be verified before submission and employees without tax numbers must be registered with SARS before the company EMP501 can be submitted. Missing or invalid employee tax numbers result in incomplete submissions that will prevent IRP5 certificates from being captured, causing delays and non‑compliance for the company and all employees. Because so many employers struggle with technical challenges like these, SARS is rolling out technical clinics this year to make compliance easier. Or you could just let us handle it for you.

Consequences of non-compliance

Submitting incorrect or incomplete details, or submitting after the deadline, can result in:

• Additional admin, time and cost
• Employer penalties
• Delays in obtaining an employer’s tax compliance status
• Unexpected tax outcomes for employees

In addition, if the EMP501 submitted is audited by SARS and PAYE liability is amended, the employer is required to re-submit the EMP501 as per the audit result.

Expert assistance is at hand

As the deadline looms, employers can be assured of technical challenges, increased SARS scrutiny, and even more tax-related admin and cost. All very good reasons to rely on our tax expertise and experience to ensure you submit correctly and on time.